The Lessons Learned from Recent Disasters and Recommendations for Improved Response
for Independent Agencies and the Industry
A Report of the ACT Disaster Preparedness Work
Introduction
The charge to our work group was to identify the specific problems encountered in the horrific disasters of the last couple of years and
to identify specific recommendations for improvement. We have sought to do that in the report below. We were extremely fortunate
to have the active involvement of several agents who directly experienced these disasters, as well as the participation of several
vendors and association representatives who provided direct support to agencies that had been dislocated. The full roster of our work
group follows at the end of this report. Our next steps are to update the ACT disaster planning tool based upon the information in this
report and to present our association recommendations to IIABA and the state associations for their further consideration. We would
appreciate any further input from the full ACT group on the report below and would like to receive your approval to publish it
following the May ACT meeting.
Table of Contents
AGENCY ISSUES
AGENCY PHYSICAL OFFICE ISSUES
COMMUNICATIONS ISSUES
CUSTOMER ISSUES
STAFFING ISSUES
ADJUSTER ISSUES
CARRIER ISSUES & SUPPORT
TECHNOLOGY ISSUES
ASSOCIATION ISSUES
2
3
3
4
6
7
9
12
16
Problem Areas Identified
Recommendations for Improvement
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June 3, 2006
AGENCY ISSUES
General Commentary
The time to plan for a disaster is before it strikes. Emergency
preparedness & recovery planning is essential for survival.
Without a plan you will spend initial precious time trying to
decide what to do, who should do it, and what to tackle first.


Recognize that preparedness has no flexibility; however, response 
to the disaster must be flexible.

Your plan must contemplate the unexpected and prepare you for
the worst case scenario.
Agents are sometimes reluctant or apprehensive about accepting
assistance from outside groups.
Approximately 20% of disasters are caused by nature. That leaves 
a wide range of other disasters such as fire, IT
hardware/software/OS failures, internal and external threats
(virus, worm, etc), espionage, terrorism, disgruntled employees, 
theft) all of which can bring an agency to its knees in a heartbeat.
AGENCY PHYSICAL OFFICE ISSUES
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June 3, 2006
Appoint & support qualified staff for the development and
implementation of your emergency preparedness and recovery
plan.
Identify key employees and make sure they know what is expected
of them during a disaster. Make sure all employees understand
their specific role following the disaster.
Remember, being there for your insureds in the face of a disaster
is what it’s all about.
You MUST be prepared to allow others to help you, because you
will NOT be able to handle all of the customer, carrier, adjuster,
staffing, management, communication, technology, re-building,
re-purchasing, and emotional issues yourself, no matter how good
you are or how much experience you have.
Disasters—whether natural or man-made can threaten the
continuity of any agency. This report is for every agency.
This report highlights the problems experienced and the lessons
learned from the latest series of disasters in 2005.

Agents also should consult ACT’s report, “Key Considerations in
Disaster Planning & Management for Independent Agencies &
Brokerage Firms” found at www.independentagent.com/act under
“Agency Improvement Tools.”

Consider contracting with a third party vendor for emergency
After a disaster, you may not have access to your office especially 
if you are located in a large office building that is shut down due
to local code enforcements (lack of power).

In some cases, your office may be completely destroyed, or it may 
be habitable but without power or water.
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COMMUNICATIONS ISSUES
Inability or problems communicating with agency staff,
customers, carriers and independent adjusting firms due to no
power, no phones or cell phone service interruptions
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June 3, 2006
office set up. This must be done before a disaster strikes.
Consider a buddy system or sister agency outside of affected
territory.
Utilize travel trailer, tents, tarps as temporary shelter and office
space if you have no pre-arrangements.
Post carrier 1-800 numbers on your website and encourage clients
to call their claim in directly, if access to cell, satellite or land line.
Purchase a generator. You can have it hard wired to your building
or use it at a temporary office set up site.
Gasoline supplies could diminish or not be available. Make
arrangements in advance to have gasoline supplied to your staff.
Normal routes to your office or temporary office could be
inaccessible. Make sure your staff knows alternate routes.
Use Cell phones, satellite phones, text messaging,
Your website needs to be OFFSITE, so that it may be easily
accessed and updated for your customers and staff and carriers to
know how to reach you.
Internet - you need to be able to access agency emails.
Maintaining communications with customers is critical. You need
to be up and running within 24 hours.
Consider third party vendor for emergency communication
services. This service must be arranged in advance.
Not having an employee phone tree (including how to contact
them in emergency situations) will be disastrous if key personnel
cannot be contacted at critical times. This must be updated
monthly.
You need the ability to have your phone lines roll to an alternate
Customers need to be able to contact you. Pre-planning and or
immediate action must be taken regarding this item.



CUSTOMER ISSUES
General Commentary
In the middle of all of the crisis-handling, you will still need to be
able to provide customer service. Having a plan for this allows

you to make decisions in advance and with clear thought.
Policyholders fall into 3 categories
1) Completely outside the area of the disaster, yet still
needing service;
2) Escaped from the area of the disaster, but affected by it.

They have phones, Internet and most important, they are in
need of service.
3) Involved in the Disaster with the agent, likely to be more
empathetic to the situation. Patient but still in need of
service.
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June 3, 2006
phone number at the telephone company switch, or better yet,
have it roll to a specialized third party telephone service.
Re-route your phone lines to an alternative site (satellite office or
buddy agent outside of the affected territory).
Before a disaster season, communicate with customers as to how
they can contact you in the event of a disaster--Internet,
emergency phone methods (third party services, satellite phone, V
over Internet, buddy or affiliated agency, etc.) Also, provide
customers with the direct claims numbers for their specific
carriers.
You must quickly establish processes for handling the “claimsmonster”, as well as the regular customer service transactions
(new business, endorsements, cancellations). You will need to do
this with less staff (some will not be able to return) and at a much
higher activity level.
Secure services or contract with an entity that has the capability to
step into your shoes to respond to the surge of customer calls and
claims. Provide them with your data, have them answer your
phones and process your claims. Ghost your operation. These
organizations will notify you of those customer contacts that
require your involvement, according to criteria you have
established.
Volunteers should be welcomed and utilized. Volunteers don’t
necessarily have to be licensed insurance individuals. You will
need people to help you secure temporary operations, greet clients
that may come to your premises, and provide many other types of
assistance that do not require a license to perform.
Licensed volunteers should be utilized in the claims process as well
as dealing with customers who might have coverage or deductible

Many customers will be in shock the first several days following a 
disaster. They may become frustrated, ill, and emotionally
unstable.
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Difficulty in reaching customers who have had to relocate.

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
STAFFING ISSUES
General Commentary
Agencies are not staffed to handle the tremendous spike in
customer demand for service in the aftermath of a disaster, even if 
full staff is available.

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June 3, 2006
questions.
Be prepared to handle the emotional and physiological effects a
disaster has on people. They will not be thinking clearly.
Provide clients with drinks and food. They may say that they
don’t want or need anything, but keeping the body hydrated and
nourished is very important. We found that clients are so busy in
the recovery effort that they don’t pay attention to their health
and well being.
Appoint a volunteer or staff member to manage the client process,
create waiting lists, and direct the claims process traffic.
Make sure you make it procedure to obtain clents’ cell numbers,
email addresses and website information and that this information
is stored in your client database.
Customers who have access to Internet will go to your website for
information. It is important that your site be accessible even if the
agency is down. You can post information as to your temporary
location, how to contact you and how to file a claim with
individual carriers or with you.
You need to have a method of reaching out to your customer
population by radio, TV, website and signage.
Not every one of your staff will be able to return. Ensure that
your staff remains motivated and are not pushed too hard with
long hours and no time off. They are your most important asset,
and if you “break” them, they will be gone.
Depending upon the scope of the disaster, the initial claims taking
process could last for 4-6 weeks. It doesn’t end there.
Once the claim is reported, clients will find their way back to you

Because agency staff can be equally affected by the disaster,
many employees are unable to return to work in the immediate
aftermath of the disaster, leaving agencies severely under-staffed.


The heaviest demand occurs in the first 48-72 hours after the
disaster, when the agency has the least resources available.


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Employees are oftentimes homeless, yet we expect them to step
up to the plate. They may have needs that you don’t know about.


Problem Areas Identified
Recommendations for Improvement
The office atmosphere will be chaotic. Emotions will be running
high and people will be confused.
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June 3, 2006
for assistance in getting with their adjusters, getting estimates and
with other general issues or challenges they are experiencing.
Depending upon the scope of the disaster, assistance could be
needed for months.
Make sure employees are personally prepared and have a
personal plan in place that will allow them to respond to the
agency immediately following the event.
When outside help is offered, take it. You will need the help, you
will make life-long friends, and you will provide better service to
your customers.
Assess your staffing needs and be prepared to re-assign staff to
other areas.
Remember the psychological and emotional well being of your
staff is imperative. Post traumatic stress symptoms include
hostility, lethargy, depression and emotional outbursts. Provide
professional psychological help for staff.
Prepare your staff to be flexible and able to move from one area of
operations to another.
Assess the needs of your staff.
Provide assistance with whatever their personal issues are so they
are better able to be there for you and your agency.
Hold daily huddles – five minutes in the morning and five minutes
at the end of the day. Ask for feedback on what is or is not
working so you can adjust your operations and response
accordingly.
Educate and train staff on Behavioral Health Awareness for
Terrorism and Disasters (Search for this term on the Internet for
more info).
ADJUSTER ISSUES

It appears that there is no ownership or accountability by
independent adjusting firms on timeliness of inspections and
getting reports to carriers.
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June 3, 2006
Agents need a commitment on the claims process. What time-lines
should we anticipate during a disaster?
Regular communication or updates to the agency as to what we
can do to streamline the process.
Suggest a “Do and Don’t Do” for agents, for example, “don’t call
the adjuster during this time because he’s working on written
reports”; “Don’t leave a voice message and then an email on the
same subject”, etc.
Share information as to backlog issues to help us communicate
better with insureds.
Carrier to maintain a physical presence in the affected area and
make frequent contact with affected agents.
Don’t provide inaccurate policy information and forms to
customers, be mindful that state forms vary.
Don’t advise the customer that they will have a check in 2-3 weeks
when in fact the process will take months.
Adjusters should obtain policy coverage information from carrier.
Communicate status of claim to agent on a frequent and regular
basis, so that agent can assist with customer communications.
Carriers should consider sending the agent weekly summary of
claims status.

Automate the process and make the information available to
agents.



Provide ongoing training programs for veteran adjusters.
Provide detailed training for new adjusters
Provide a resource for the adjuster on technical estimating and
policy issues.
Any information the carrier can provide the adjuster in advance
of the claim relative to the policy and forms is important. They
Many Independent adjusters did not have systems that could
interface with carriers electronically. Some adjusters have to write
up their report, send to dictation, then mail to the carrier.
Storm surge or supply and demand during a catastrophe drives
material and labor pricing up. Many adjuster reports did not keep
up with the increased cost of construction, which reduced claims
payments leaving the insured without enough money to repair the
damages, which required them to report supplemental claims.
This resulted in not having enough money to finish the work, or
caused them to lose the contract for repair work given there were
hundreds of other customers waiting in line.
Independent adjuster burn-out was evident, due to the volume of
claims and the geographical response. Files get lost and adjusters
get re-assigned. Some clients go through three adjusters before the
report is finally submitted to the carrier.
Inexperienced adjusters

Adjusters do not always know the policy or policy forms and
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June 3, 2006
special endorsements.

Adjusters have needs too, and while it is not our job and we are
not their employer, establishing a relationship with them is
imperative.



CARRIER ISSUES & SUPPORT
General Commentary

Agencies perceive their relationships with their carriers as a

partnership. We are very fortunate to have many carriers that step
up to the plate in the face of disaster to assist their agency partners
recover. Carrier support is invaluable not only to the agency but to 
the clients that depend upon us both to be there when it counts the
most.
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June 3, 2006
will welcome this assistance and an established line of
communication will be invaluable to the claims process.
Offer your facilities in the event the adjuster needs a safe haven in
the affected area.
Be hospitable; offer them food, cool drinks, supplies and
equipment.
Ask them how you can help or what they need.
Provide the agency with emergency contact numbers in the event
there is an issue or challenge that needs to be met.
Know your agencies’ key contact emergency numbers in advance.
Assist the agency in setting up temporary office site. This can
range anywhere from tarps to trailers, cell phones, satellite
phones, laptops, food, equipment and supplies.
Provide client lists and policy numbers with effective dates and
other pertinent information to your agent.
Consider supplying policy information to adjusters and adjusting
firms taking the burden off the agency.
Customers will want copies of their complete policies following
disasters. Have these complete policies accessible to agents and
customers online.
Implement procedures for more flexible claims reporting and
reporting claims in bulk to assist agencies in handling the spike in
claims.
Be prepared to provide claim reporting on entire books of
business depending upon the scope of the disaster.
Involve your agents in the development of your disaster claims
reporting procedures and advise your agents of these special
procedures in advance of disasters.
Provide claims staffing at agency site if possible.
Have systems in place to address expirations and billing of clients
in affected areas and allow extension of time for receipt of
payment.
The claims processing procedure is not always understood by the
agent. The process takes too long; we have some claims that are
still open after 7 months.



Claims reports are lost in transmission to the adjuster’s office.
Carriers should develop a system to facilitate transmission of
claims reports from the adjuster in the field to the examiner in the
carrier's office to avoid lost reports and to expedite settlement
with the customer.

Adjuster’s reports should be available as a scanned image for the
agent and customer. This should not be private info withheld from
the agent as some carriers do.
Independent adjusters should be held to strict standards to assess
claims and file claims reports on a timely basis, and this process
should be automated between the carrier and adjuster.
Carriers should consider providing clients or agents with ATM
cards that would be activated upon reporting the claim. We know
carriers like to provide money directly, but the independent
agent’s reputation is scarred by not being in a position to assist the
client/insured immediately from a financial standpoint.
Consider providing draft authority to the agent.


Clients need emergency funding fast. Due to limited or no draft
authority, agents, unlike direct writers, are unable to meet an
immediate need.
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June 3, 2006
It would be helpful if carriers inform and educate agents of the
claims process and procedures within their organization,
especially special disaster claims reporting procedures. Advise
agents when procedures are in place for larger claims that must be
reviewed by committees prior to sign off.
Carriers need to assign claims numbers at the time the claim is
filed, not 4 weeks later. This gives a tracking method to prove the
claim was filed.

Claims follow up procedure many times requires the agent to
make multiple calls and emails to the adjuster, the adjusting firm,
the carrier, and then back to the insured. This process needs to be 
simplified.



Some E&S brokers do not communicate their recovery plan and
cannot be reached to submit/transmit claims for insureds.
Carrier presence in affected areas is needed. Remote claims
centers to compete with direct writers.
Carriers change their claim phone numbers on an irregular basis,
sometimes twice a year.
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Have real-time claims inquiry system for agency and insured
access. Extending real-time inquiry so insureds can access it
through the agency website would be extremely helpful.
Claims download is crucial.
Have up-to-date claims information (searchable by client name)
available on-line, and it should contain adjuster name, contact info
and status of claim.
Carriers should consider sending the agent weekly summary of
claims status.
Ask your E&S brokers about their recovery plan. How can you
reach them if their facilities are damaged or destroyed?
Request emergency contact numbers from them.
Have them provide you with a list of E&S carriers and the claims
reporting numbers.
Be visible in the community.
Provide claims staffing support at agency locations if possible.
Carriers should provide a toll free catastrophic claims numbers
that never change.
Carrier claims units often are understaffed, thereby causing

existing employee burn-out and a delay in the claims processing
procedure.
Some smaller regional carriers or takeout carriers had very limited 
technology.
Address staffing issues prior to the disaster and throughout the
claims process.

Have a solid Disaster Recovery policy and procedures outlining
the “what’s, where’s, who’s and how’s”. This plan should be
reviewed and tested at least annually, with all necessary
TECHNOLOGY ISSUES
General Commentary
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June 3, 2006
Suggest they get onboard with technology.
Approximately 20% of disasters are caused by nature. That leaves
a wide range of other disasters such as fire, IT

hardware/software/OS failures, internal and external threats
(virus, worm, etc), espionage, terrorism, disgruntled employees, 
theft) all of which can bring an agency to its knees in a heartbeat.

.

Loss of power or loss of office space resulting in no access to
your data.
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June 3, 2006
adjustments and changes implemented immediately following the
company wide test.
Ensure that all outside vendors are contacted and communicated
with well before an event occurs.
Technology and portability are keys to survival. If you do nothing
else, maintain a daily backup of your agency data off site.
An online agency management system can provide you with easy
access from any offsite location. Be sure you keep your agency
“state of the art” with technology – electronic files, downloads,
real-time interface.
If you have not made pre-arrangements for temporary office
space, establish remote communications at an alternate location
where power has been restored and broadband Internet access is
still available. This will provide you with a make-shift office.
Contract with a vendor, or have a relationship with an affiliated
or “buddy” agency, to provide you with hosted services allowing
you to have full access to your email and agency management
systems from anywhere you can gain Internet access. You should
have a similar arrangement for your Internet site, so that it
remains an information source for your clients, even if the
agency’s systems are down.
Contract with a vendor for on-line data backup services. This
allows for a secured facility to port your agency data to your
software vendor’s data center, where the vendor quickly can
restore your data to their ASP solution. This allows you to access
your agency management system and data through any Internet
connection.
Non automated offices should consider investing in technology
now to eliminate the loss of paper data. Being automated gives you
a better chance of survival after a catastrophic event.

Have paper copies with employee contact info, carrier contact
info, telephone company and other agency vendor contact info,
and a complete customer list, with their emergency contact info,
location addresses, policies, carriers, limits, deductibles, and
lienholders. Have copies of the disaster plan. Have paper
ACORD claims forms available and other office supplies.

Mitigate risk of data loss with two separate forms of data
archiving (tape, disk-disk, off-site).
Ensure that your data rotation is sufficient and meets your needs
and regulatory compliance (2-4 weeks, monthly (12); annual (one
for each year, 5-7 years out).
Split the roles so that at least two authorized employees rotate the
daily backup tapes off-site to two separate geographical locations.
Have a set of back ups stored in a different region as well since
there may be a catastrophe that affects your entire region and
could theoretically destroy all of your backup sets.
Be prepared to backup your “latest and greatest” agency
management database on a separate tape, and Fed-X it to your
agency management software vendor’s data center.
Perform a test restore at least monthly, utilizing a different tape,
to ensure data integrity of the tape. Make sure your test
environment tests the integrity of these restores and not just
restores them.
Invest in secondary form of data archiving, such as an automated
on-line/off-site back up service.
Strong Data Archiving Plan lacking or non-existent
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June 3, 2006
Contract to have a professional power generator vendor install a
Emergency external power source lacking or non-existent. Many
agencies were not equipped to provide emergency power to their
offices, effectively rendering their offices out of commission.
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Many agents had insufficient emergency power generators to
effectively handle their critical network and phone systems.

Many agencies did not have or did not follow documented
procedures for properly shutting down and powering up their
critical IT equipment causing unnecessary down-time, data
corruption and in some cases, damage to their critical equipment.

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Many agencies do not plan and contract with their local telephone
service provider to forward their incoming phone calls to an
alternate site (i.e. partnered agency site, designated hot site, 3rd
party vendor).

Agencies could not communicate because their phones along with 
their cell phones and Internet access were down.
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June 3, 2006
permanent power generator large enough (KVA) to supply
continuous power to your entire workspace or facility.
If permitted, the power generator unit should be equipped with an
auto-turnover switch. Both diesel and LP Gas are popular.
You must contract with a vendor that can provide you with fuel.
Consider installing your own fuel tank on premises.
Ensure that each server and workstation is fitted with a proper
UPS that will sustain enough power to allow for a graceful shutdown.
Ensure that your disaster recovery plan has proper
documentation outlining the procedures for properly turning on
and off your critical equipment (be sure to include the battery
backup units).
Occasionally test this procedure to ensure it is performing as
planned. Perform this task at the end of business day or weekends.
If possible, measure the load on your generators and have an
“amperage audit” completed. If you have servers or a computer
room, you will need to make sure when you add units that you add
to the total number of amps needed to run them. It is very possible
to exceed your load specifications on your generator.
Single site agencies have a unique opportunity to partner with
another agency outside of their geographical area—sharing not
only office space and phones, but also their IT space. This will
allow you to quickly and easily reestablish both your
communications and your IT operations.
Provide at least one satellite phone for emergency use.
Provide two forms of broadband Internet access. This allows for
fail-over in the event that your primary provider should fail in
delivering services. This will mitigate the agency’s risk of down
time. This is especially true when the agency’s primary database is

hosted by a vendor.
Consider redundant satellite Internet communications. This can
allow data transmissions and also gives you the availability to do
VOIP (Voice Over IP) phone service. This will allow your
customers access to you via different phone numbers. These
emergency numbers should be communicated to your customers
in advance.
Make sure the laptops have a built in wireless to access your
satellite Internet. Bluetooth would be a great addition since some
of the new EV-DO high speed smart phones can be used as high
speed modems if their network is up.
If possible, load your agency’s management system application
onto a laptop.
Load your “latest and greatest” data file onto it for instant access.
(Make sure all security precautions are taken to protect your data
on this portable device.)
If you are going to “write” new data into the system, ensure that
you know which laptop the data will be applied to so as to ensure
data integrity.
Backup the data on a regular basis, CD, DVD, memory stick or
USB hard drive. (Beware of the security risks with these portable
tools.)
If you utilize an on-line data backup company, upload to them if
possible.
Use Internet cards

National and state associations should work together to determine

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Use of Laptops
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ASSOCIATION ISSUES
State and local associations generally have tight budgets and are
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June 3, 2006
stewards of their membership dues.
Many associations have limited staff who manage the day to day
operations of running an association.
When disasters strike, the resources needed are far greater than
the association has planned for.
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Catastrophe Committees
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Catastrophe Zones
Florida has divided the state into what is coined as Cat Zones.
Each Zone is chaired by a Zone Coordinator, many of whom
serve on the volunteer Catastrophe Committee. The Zone
Coordinator corresponds with the State Association liaison and
provides a needs assessment report and a general state of the
union report for the affected area.
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June 3, 2006
in advance the roles they will mutually play to assist each other
and their members in the aftermath of a disaster. They should
then develop disaster plans and set up the necessary mechanisms
and funding to carry out these plans.
There is a great opportunity for national and state associations to
provide support to one another, should a disaster strike a
particular region.
Ongoing catastrophe funds should be considered at the state and
national levels, along with specific budget allocations. for disaster
recovery and response.
Establish state and national catastrophe committee to address
preparation and recovery and to develop state specific catastrophe
plans for the members
Use volunteers (agency, company & EOC officials) to staff the
committee or sub-committees.
Create a network of volunteers in the states and throughout the
country who would be willing to provide on-site, as well as other
support for agencies dislocated by disasters. (See Disaster
Assistance Profiles below.)
Communication is the key to the success of a zone concept. Zone
coordinators are in communication not only with the association
liaison, but with each other before, during and after the disaster.
Zone coordinators also work with local associations.

National & State Catastrophe Manuals

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
Disaster Assistance Profiles

Consider developing a National Cat Guide utilizing the expertise
of various states that have first hand experience with natural
disasters, man made disasters and terrorist attacks. Example, CA
develops the earthquake plan; Gulf States develop
Hurricane/Cyclone plan; Oklahoma develops tornado plan; NY
develops terrorists response, VA develops flood plan, etc.
The manual should be designed to assist their members before,
during and after a disaster.
The manual should be maintained and housed by the national and
state associations, but regularly updated by staff and cat
committees or sub-committees.
Each state would customize the plan to provide state specific
emergency information and to reflect the particular types of risks
in that state.
Create and develop a national and state volunteer assistance
network.
Complete a profile for recovery that will include what resources
the volunteer can provide such as housing, money, supplies, office
space, on-site assistance, etc.
Create Hotel Alliances In Advance.

Your state could face extreme obstacles in this area since major
catastrophes usually destroy buildings. The need for housing
survivors, adjusters and volunteers generally outweighs the
resources available.
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June 3, 2006
Most associations travel their state and make use of numerous
hotel chains. This is a great opportunity to develop stronger
alliances with these hotels to provide housing and meeting space
during recovery efforts.
Association Internal Disaster Team

Associations generally have a wide range of talents internally.
Your staff should be prepared to shift duties and responsibilities
in the event of a disaster.


List of vendors providing disaster preparedness and recovery
services
Appoint a staff liaison to the volunteer cat committee. This person
will serve as the primary coordinator and be in high demand
during a time of crisis.
Delineate other staff that can respond, support and travel to
various areas of your state to assess and meet the needs of your
members. Staff members that could be utilized and are more
flexible would be educators, sales and the executives.
Develop a list of vendors and publish it by state to assist agents in
the process of securing services in advance.
The members of the ACT Disaster Preparedness Work Group which prepared this report are:
Paul Peeples, Florida Association of Insurance Agents, Work Group Chair
Donna Barr, Marsh, Inc.
Ron Dudley, ACORD
Dave Ferris, IIABNY Consultant
John Gardner, Lee County Insurance
Scott Hoffman, Howard-Hoffman Insurance
Kathy Nicotra, Thomas R. Jones Insurance
Dick Poppa, Independent Insurance Agents & Brokers of New York
Roy Riley, Peel & Holland
Richard Roy, Artizan Internet Services
Bob Slocum, The Slocum Agency
Ward Stallings, Eustis Insurance
Angelyn Treutel, Treutel Insurance Agency
Tim Woodcock, Courtesy Computers
Jeff Yates, ACT Executive Director
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June 3, 2006
For more information, contact Jeff Yates at jeff.yates@iiaba.net.
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June 3, 2006